Making the move to a supervisory role can be demanding and somewhat daunting. For most people, the required skills for supervising others do not come naturally which means they need to learn and apply this new skill systematically.
In addition, many of those people who find themselves in a position where they are responsible in tasking others, don’t realise they are now in a supervisory role. Without formal training, most people would simply copy their own managers and supervisors and if these managers are poor at interpersonal skills, the new supervisors will end up with a lot of bad habits that they could do without.
This course is designed to help delegates gain confidence in supervising others by knowing what areas they need to consider when leading people. Through various case studies, examples and scenarios, delegates learn what works and what does not when managing people. The course also explores several established frameworks of management which gives structure to any supervisory role. These include guidelines to motivate the team, carrying out performance analysis, avoiding and resolving team-supervisor conflicts, problem solving and a variety of intervention methods.
Research shows that such frameworks are essential because many people who are new to supervisory roles are simply unaware of alternative management methods that can be used in different situations and wrongly choose an ineffective style of leadership.
The course is suitable for a variety of supervisory situations. Front line managers, shop floor supervisors and office team leaders can all benefit from this course. The course is ideal for those who are new to the supervisory role or those who have been leading but now want to improve their management skills by going through a formal training and tap into established methodologies on supervision and interpersonal skills.